Leadership Role in Continuous Competitiveness: Ritz Carlton

This report analyzes the critical role of leadership in achieving continuous competitiveness, using the Ritz Carlton as a case study. The study examines various leadership styles, including autocratic, democratic, laissez-faire, transformational, cross-cultural, and strategic leadership, and their impact on organizational performance. The report investigates factors influencing continuous competitiveness, such as employee performance, innovation, and market adaptation. Through the Ritz Carlton case, the report explores how leadership strategies can enhance competitiveness and offers recommendations for improvement. The research includes literature review, research methodology, data analysis, conclusions, and recommendations, providing a comprehensive understanding of the topic.

To Analyse The Role Of
Leadership In Attaining
Continuous Competitiveness: A
case Study of Ritz Carlton

TABLE OF CONTENT
CHAPTER 1: INTRODUCTION ...................................................................................................3
1.1 Background of study.........................................................................................................3
1.2 Problem statement............................................................................................................3
1.3 Aims and Objectives.........................................................................................................4
1.4 Research questions...........................................................................................................4
1.6 Structure of dissertation....................................................................................................5
CHAPTER 2: LITERATURE REVIEW.........................................................................................6
2.1 Different Leadership Styles..............................................................................................6
2.2 Continuous competitiveness.............................................................................................9
2.3 Leadership style impact the competitive position in market..........................................11
CHAPTER 3: RESEARCH METHODOLOGY...........................................................................14
3.1 Research approach..........................................................................................................14
3.2 Research philosophy.......................................................................................................14
3.3 Data collection................................................................................................................15
3.4 Research design..............................................................................................................15
3.5 Data analysis...................................................................................................................16
3.6 Ethical considerations.....................................................................................................16
CHAPTER 4: DATA ANALYSIS................................................................................................18
CHAPTER 5: CONCLUSION AND RECOMMENDATION.....................................................24
5.1 Conclusion .....................................................................................................................24
5.2 Recommendation............................................................................................................25
Reflection.......................................................................................................................................26
REFERENCES................................................................................................................................1
Appendix..........................................................................................................................................3

Illustration Index
Illustration 1: Role of leadership....................................................................................................10
Illustration 2: Role of leadership......................................................................................................3
Illustration 3: bar Graph...................................................................................................................4
Illustration 4: Column chart.............................................................................................................4

CHAPTER 1: INTRODUCTION
1.1 Background of study
Leadership plays a highly critical and vital role in determining the manner in which
organisation is operating and performing. With effective leadership styles management is able to
direct its employees to work on desired path and accomplish aims and objectives of the company
(Khan and Anjum, 2013.). Various trends prevailing in the market are diversifying and changing
with every passing day, in addition to the advancements in the technological field. This has
imposed an additional pressure on the businesses to maintain continuous competitiveness and
stay prepared for adaptation of all these changes. This process is eventually facilitated by the
managers or leaders of the organisations.
Continuous competitiveness refers to the ability of a business enterprise to be able to
deliver services or products which are able to meet the standards prevailing in the market.
Moreover, it is also required that the prices at which these products are being made available in
the market are competitive enough for extracting profits and gaining a competitive edge in the
market (Năstase and Barbu, 2011). One of the most important considerations in this process is
that the business is required to maintain this policy on a continual basis, and this can be
accomplished only if the performance of the employees and the overall business is consistently
improving.
The basic premise on the basis of which any organisation functions is the performance of
employees, which can be shaped and directed in an appropriate manner only by the respective
leaders. It is the responsibility of the leaders to ensure that the employee is appraised with the
objectives of business and is operating with an integrated as well as strategic approach (Hitt,
Ireland and Hoskisson, 2012). When leaders play their roles effectively, then it enables
employees to make sue of their full potential and this improve their performance on a continuous
basis. Hence, in this manner it can be assured by the leaders that a standard quality work is being
delivered on a continuous basis and innovative ideas are being encouraged on a continuous basis.
1.2 Problem statement
Here, in the present dissertation it analyses the main problem related to adopting the
effective leadership style and thus attain continuous competitiveness within firm. Therefore, it is
significant task for leaders to adopt effective leadership style as it results in improving

competitiveness so that overall objectives could be attained. As leaders play a crucial role within
business and therefore, it results in focusing upon selecting appropriate leadership style and thus
results in achieving competitiveness within firm in market (Phipps, 2012). Thus, identifying the
leadership role results in improving competitiveness and raise creativity within organisation so
that performance of firm could be improved. Main problem faced within organisation is related
to leadership and thus results in attaining competitiveness so that organisational goals could be
attained. Hence, selecting significant leadership style results in identifying the main issue and
thus overcome the same in relation to improve effectiveness and efficiency so that appropriate
outcomes could be attained.
Furtherance, the main issue related to identifying the leadership role in attaining
continuous competitiveness because currently businesses are facing effective issues related to
adopting effective leadership so that success could be attained. However, it is significant for firm
to identify the competitiveness within business and therefore it needs to bring positive results so
that leadership could be attained. Thus, it helps in playing significant role in relation to adopt
effective leadership style so that competitive edge within business could be achieved. In regard
to analyse the role of leadership in attaining continuous competitiveness (Shafie, Baghersalimi
and Barghi, 2013).
1.3 Aims and Objectives
The basic aim of this dissertation is to analyse the role of leadership in attaining
competitiveness: A case study of Ritz-Carlton. For effective realisation of the ascertained aim,
the following research objectives have been developed:
 To study Characteristics of different leadership styles
 To ascertain the factors which affect continuous competitiveness.
 To analyse the role of leadership in continuous competitiveness in the context of Ritz
Carlton.
 To recommend ways in which continuous competitiveness can be enhanced through
leadership in Ritz Carlton.
1.4 Research questions
 What is the role of distinct leadership styles in the acquisition of continuous
competitiveness?
 What are the factors which affect continuous competitiveness?

 What is the role of leadership in continuous competitiveness in the context of Ritz
Carlton?
1.6 Structure of dissertation
Following is the structure of dissertation which are discussed underneath-
 Chapter 1 Introduction- It is the first chapter that involves the background and problem
statement being identified while carrying out the research. Therefore, it helps in
identifying the role of leadership in regard to attain continuous improvement within
business. Thus, it is crucial for firm to improve its business performance and thus attain
desired results.
 Chapter 2 Literature Review- It is another chapter in which researcher carries out in-
depth study so that role of leadership could be identified in terms of attaining continuous
improvement and thus raise the profitability of firm in market. Further, it also helps in
preparing conceptual framework so that investigator could discuss upon different
objectives and thus build appropriate research to attain the best outcomes.
 Chapter 3 Research Methodology- It involves different tools and techniques so that
research could be accomplished in appropriate manner. Further, scholar aims to evaluate
the selected topic and thus identify the sources from where data could be collected and
also evaluate the number of respondents from whom responses could be collected.
 Chapter 4 Data Analysis- It is another crucial chapter that helps in evaluating the
collected data so that it could be analysed by using effective qualitative and quantitative
methods and thus use questionnaire in order to evaluate the respondent’s views.
 Chapter 5 Conclusion and Recommendation- It is the last chapter which helps in
evaluating the outcomes of the research and thus assess that role of leadership helps in
improving business performance so that continuous competitiveness could be improved.

CHAPTER 2: LITERATURE REVIEW
2.1 Different Leadership Styles
Leadership is an approach which is pursued, for leading a group of people or a company.
Moreover, it is the ability to enable others to attain the ascertained goals and objectives of the
organisation. It is generally followed by a manager or a leader, occupying a higher position in the
hierarchy. In order to determine the appropriate style which shall be adopted to lead a number of
people, it is essential to ascertain the needs and requirements of the set of organisational culture.
Schein (2010) has opined that there are some managers who consider involvement of other
employees in the decision making process as intervention and do not encourage the same. On the
other hand, there are leaders who prefer to distribute the work among the concerned employees
and function in accordance to the desire of larger mass. Thus, there exists a distinction between
the style of leadership which shall be adopted in different circumstances.
Autocratic leadership style
The first instance is the application of Autocratic Leadership, where all the decisions are centred
on the manner in which the leader functions. The ultimate authority of all the functions and
decisions is held by the leader, who just communicates the final decision to the employees and
expects an instant implementation. This style of leadership is devoid of any form of flexibility
and thus, activities of all the employees is governed by strict guidelines and policies. The most
suitable environment for this form of leadership is where the entity is required to undertake
important and critical decisions. In situations where the business has employed candidates who
are not expert in their field of work, management imposes this form of leadership style to avoid
occurrence of any form of error. With the assistance of this leadership style the business can
eliminate occurrence of any form of error or risks. On the other hand, it is opined by Năstase
(2010) that autocratic style of leadership primarily operates to demotivate the employees and
thereby impacting the manner in which the employees perform. In consequence a direct impact is
made on the overall productivity of the business as well as the position of the company in
market.
Democratic leadership style
Carter and Greer (2013) have stated that democratic style of leadership is one of the best
approaches to manage the employees in the most effective manner. The subordinates operating in

this style of leadership shall be entitled to put forward their opinion and suggestion in relation to
any of the decisions which is required to be undertaken by the management. It can be stated that
though, the final responsibility of decision making is in the hands of leader or manager,
delegation of work as well as decision making can be witnessed in this form of leadership. Thus,
a significant emphasis is laid on the contributions made by the subordinate employees.
Moreover, the communication system established in such forms of business enterprises is active
in both the directions. However, it has been contrasted by Schoemaker, Krupp and Howland
(2013) that though this is one of the most preferred leadership style by the employees it may not
prove to be beneficial for all the companies. There are instances where in this form of leadership
style has led to eruption of confusion or complexities in general operations. Not every business
unit comprises employees capable of taking decisions on their own.
Another leadership style which could be adopted by the managers could be in the form
of Laissez Faire Leadership or Delegative Leadership, wherein the leaders follow an approach
where all the team members have the liberty to make their own decisions. Only the requisite
tools and resources are made available by the manager or leaders. However, the style is often
criticised for producing lowest productivity amongst the team members. Unlike the
characteristics of other theories, the Transformational Leadership style focuses upon bringing
about a change in the entire organization, oneself, groups and other concerned persons. These
leaders tend to persuade the followers to invest additional efforts, in order to produce results
which are better than one had intended. Challenging targets and expectations are set for attaining
performance which is higher than the normal. Schein (2010) on the other hand has highlighted
the importance of Cross Cultural Leadership, which encourages existence of personnel from
different backgrounds and thus embraces diversity in an efficient manner. However, this
approach has been criticized for evidencing an increased number of conflicts.
As compared to the findings of Schein (2010), the study conducted by Selznick (2011)
indicates that Strategic Leadership Style is the most successful approaches, which has reaped
high benefits for a diversified set of business enterprises. This form of leadership influences the
employees or subordinates to voluntarily undertake such decisions which are completely in
favour of the objectives and goals of the entire organisation. Thus, the employees themselves are
induced to adopt an approach of assuring financial and operational viability of every decision
they have been entitled to undertake. The employees and managers of such entities develop a

healthy relation, where the employees are always motivated to explore the best of their
potentials. Moreover, the managers/leaders have the tendency to develop a shared vision, to be
pursued by the employees. In furtherance to the same it has been opined that implementation of
effective strategies under this approach shall enable entities to enhance the performance to the
employees at a micro level as well as the productivity of the overall company at a macro level.
The employees of these companies may develop their own unique methodology for
accomplishment of the goals and targets, thereby further enhancing their productivity. It has been
stated that strategic leadership style also enables business enterprises to be prepared to face
turbulent as well as unpredictable situations in an effective manner. In consequence to the same,
such business entities can attain competitive advantage in the most effective manner. Moreover,
this advantageous position of the company shall further enables them to maintain
competitiveness throughout their operations in market. In contrast to the views of Selznick
(2011), this approach has been criticised by Spillane (2012) on the basis of fact that this
approach may not always be reliable as employees may not be able to always understand the true
nature of the shared vision and thus, pursue it in wrong way. Therefore, it is essential to subject
all the operations of employees under strict scrutiny even if given the liberty to undertake
decisions. As per accordance to the Selznick (2011) leadership is known as the focus of group
process, as an way influence employee to work hard in order to attainment of the goals. Further
all manager do not have quality to become leader. On the other hand according to Năstase
(2010), Leadership is an interaction betwixt two or more people of a group who are involved in
structuring and restructuring of the situation and expectation of the members. Further it state that
all manager can become leaders.

2.2 Continuous competitiveness
Hartnell, Kinicki and Doyle Corner, (2016) states that competitiveness is one of the key
elements which ensure success of industries or individual corporate. It is also defined as a set of
policies, institutions and factors which ascertain the productivity levels of a company. With the
assistance of such policies organisations are enabled to acquire an increased market share,
enhanced profitability and stability in the long run. As compared to this, Herrmann and Felfe,
(2014) have suggested that growth of any business is assisted by competitive strategies which
further enable them to attain an advantageous position in the market. It is important to note that
competitive strategies and policies are vital for survival of an enterprise, however, long term
success can be attained only on the basis of continuous competitiveness. Sutrisna, and Setiawan,
(2016) have also supported the views of Herrmann and Felfe, (2014). According to them, in the
present world of fierce competition and a dynamic environment it is highly crucial for companies
to create and sustain performance which is superior to other entities existing in the market. The
strength of competitive policies and strategies is highly dependent on the manner in which the
entity conducts itself and the nature of external environment in which it is operating. As
compared to this Ardrey, Desmond and Mortimer, (2016) found that with value chain approach,
Illustration 1: Role of leadership

the organizations can foster continuous competitiveness. This is because it will help in focusing
on the primary as well as secondary activities of the organization. With the help of value chain,
the business will be able to determine the ‘value’ that its business processes have for the
customers. This in turn helps in creation of continuous competitiveness.
Factors that continuously enhances the level of competitiveness
In contrast to Ardrey, Desmond and Mortimer, (2016), Porter, Hampshire and Mashiri,
(2017) have asserted that there are some of the external factors which impact the manner in
which the company is performing and the extent to which it is able to successfully implement its
strategies. These include legal framework, economic condition, social factors etc. Caillaud, Rose
and Goepp, (2016) also found that some factors have a negative impact on the competitive
position of the company are inconsistency in the approach or strategies being formulated for
operating in the market. Moreover, it has also been witnessed that entities which are not able to
cope with the changing market conditions or technological advancements often are not able to
maintain a position of continuous competitiveness.
In contrast to Caillaud, Rose and Goepp, (2016), it is observed by LePine, Zhang and
Rich, (2016) that the external factors to an organisation are barriers in the way of attaining
competitive advantage. As inappropriate or unfavourable government policies may hamper the
manner in which the operations are being carried out. Moreover, anti-competitive policies and
behaviour of an organisation is another common trend in the market which has the capacity to
impact the performance of a company. While continuous competitiveness may be achieved by
making simple amendments in the daily functions, a significant impact shall be made by
moulding the operational and functional policies. Thus, it is important to consider the fact that
there exists a strong connection between the strategies of a company and attainment of
competitive advantage in the market. In consequence to the same, it is highly imperative for
management of an organisation to understand the extent to which their strategies have a bearing
on competitiveness of their entity. One of the fundamental elements which shall be adopted for
achievement of competitive position in the market is uniqueness of product as well as strategies.
Moreover, in order to attain a continuous competitive position there arises a need to frequently
update the strategies and policies. The market in the present world has become highly dynamic
and unstable, this is a result of increasing number of options available for the customers. Thus,
there is a frequent shift in the trends and preferences of the end users, thereby creating a scope

for organisations to quickly amend their policies. Furthermore, competitive advantage can be
attained only in the event the value creation strategies of an entity is not being pursued by the
competitors. It can be inferred from this that the essence of competitiveness is operating in a
manner which is distinct from the operations of rival entities existing in the market. One of the
significant aspects which indicate attainment of competitive advantage is the level of
performance of an organisation.
2.3 Leadership style impact the competitive position in market
Different style of leadership
According to the Shafie, Baghersalimi and Barghi, (2013) Leadership style and
competitive position are two different variables. Leadership role is to guide and give direction to
its employees in order to achieve aims and objectives. The organisation develops day by day and
technology advancement is putting highly effect on business creativeness and improvements.
The further leader is in charge of the subordinated or a group of company. Leadership gives full
efforts in gaining the competitive advantage of an organisation. Further, there are many
companies who always try to beat their competitor for gaining the first position in the market.
For becoming a market leader it is necessary to have good leadership within an organisation
which helps in achieving aims and objectives in an effective manner. Leaders play a significant
role within the organisation, it positively inspires organisational creativeness and invention so
that company can stand in an atmosphere which was favourable for them in order to gain
competitive advantage. There is a different type of leadership style which has great impact on an
organisation performance which leads to enhancing the competitive position. Mahdi, Mohd and
Almsafir, (2014) explained that in democratic leadership style leader focuses on engaging its
employee for gaining competitive advantage. They involved team member in the decision-
making process which help the organisation in getting innovative ideas for accomplishing the
work in an effective manner. Further, it also motivates them to work hard which lead improve
the performance of an organisation. Furthermore, the topmost leadership of the business help in
identifying the creativeness in themselves and help in bringing new improvement. They deliver
the desirable encounter and provide chances to employees in the business to be innovative.
Leadership style that influences the contending position of the market
Herrmann and Felfe, (2014) with a similar perspective have stated that democratic
leadership style is very effective in order to motivate employees and to encourage them for